HVCB Strategic Plan: Phase 1
Strategic Focus: Building Our Foundation
HVCB's one-year tactical plan focuses on stakeholder leadership and team member growth to re-establish the foundation for our renewed vision: tourism in Hawaiʻi that inspires a more connected, more conscious, and more compassionate world. By strengthening our internal capabilities and external partnerships, we will be positioned to expand our marketing impact to more powerfully connect visitors to Hawaiʻi
Our 2025 strategic priorities center on two key objectives:
Stakeholder Leadership – Reestablishing our leadership in the marketplace to ensure our customers, partners, and members are more successful through increased satisfaction, expanded membership, and greater event participation.
Team Member Growth & Development – Creating a work environment that empowers our team to grow, develop, and contribute to our mission through improved engagement, reduced turnover, and enhanced training opportunities.
Five Strategic Pillars
- Community Outreach – Building and fostering relationships across Hawaiʻi through consistent island-specific engagement, local partnerships, and positive storytelling that reflects community values.
- Diversification – Expanding revenue streams and services through asset development, marketing consulting, and cultural training programs that create mutual value for partners and communities.
- Communications – Establishing one clear voice through strengthened internal collaboration, proactive media outreach, and updated resources that communicate our identity and impact.
- Organizational Development – Investing in our internal structure through streamlined operations, a thriving workplace culture rooted in Hawaiian values, and comprehensive leadership development.
- Clarifying Roles & Responsibilities – Enhancing organizational effectiveness through updated job descriptions, improved collaboration structures, and aligned board and chapter functions.
Our Commitment
This one-year tactical plan is grounded in transparency, accountability, and community alignment, balancing forward-thinking vision with practical, measurable steps. We are investing in our most important asset—our people—because engaged and empowered employees directly impact our ability to serve stakeholders and communities effectively.
We are building something meaningful together that is not just about business growth, but about creating positive change for Hawaiʻi. This is a living plan that will adapt based on what we learn. Most importantly, this is just the beginning—starting later this year, we will begin mapping out a longer-term five-year strategic plan that builds upon these foundational investments.
